In today's rapidly changing global economy people are an increasingly valuable source of sustainable competitive advantage. More than ever, organisations need to change if they are to attract, motivate, manage, develop and reward their people. Organisations that don't evolve risk losing their most valuable assets. PwC's research and insights take a critical look at the HR issues affecting companies and how sound policies can help businesses move ahead.

The digital revolution is reshaping the way we live our lives and the way we work. As business strategies undergo a fundamental re-think, so must organisations’ people strategies. A wholesale re-design of work is now required.

Trying to stamp out bad behaviour in financial services is creating a climate of fear. And that risks breeding more unethical conduct, not less - exactly the opposite of what regulators, businesses and the public want. The threat of fines, bonus clawbacks or prison hasn’t halted a string of misselling and market-rigging scandals.

By combining four technologies--social, mobile, analytics, and cloud (SMAC)--leading companies are aspiring to become something new: "a connected workforce". To achieve a truly connected workforce, organizations need to do more than simply invest in and install SMAC technologies. The power for the organization lies in the ability of the connected workforce to combine SMAC in new ways that drive insight, spur innovation and create value. The impact can be significant--improving products and services, increasing operational efficiency and providing greater customer and employee engagement.

PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.

PwC's Global Watch newsletter addresses important issues around income and social tax, legislation, changes in employment rules, treaties, rulings, etc. Each Global Watch is classified by the country or territory to which it pertains.

The skills system in the UK has been the subject of significant change over the last 10 years, with new funding agencies and policies, new qualifications and a greater focus on employers’ needs. This Talking Points publication considers whether the current skills system is really working for its stakeholders and what changes could be made to its administration to make the UK skilled for the future.

PwC is pleased to share with you our second annual Executive Compensation: Clawbacks — Proxy Disclosure Study. This study presents our analysis of the compensation recoupment or “clawback” policies of 100 large public companies as disclosed between 2009 and 2013 in their year-end proxies. We hope this study will be helpful to those of you preparing proxies as well as those responsible for compensation strategy and financial reporting.

Culture and behaviour risk is all over the news; it affects multiple industries and sectors and the consequences can be severe. Often, boards are aware of problems, but fail to identify root causes or take tangible action to address systemic behavioural issues.

Businesses worldwide are looking to employee mobility to help them reach into the fast-growth markets and forge the global mindset needed by today's business leaders. PwC's global survey takes a look at how businesses are rethinking their global talent mobility programmes to deliver on those goals.

People expect HR operations to provide the same user‑friendly experience they have become accustomed to in other areas of theirlives. PwC surveyed 150 senior HR leaders to find out what it is that sets top performers apart.

Health care organizations today find themselves amid transformation on numerous fronts: everything from merging provider organizations to converging providers and payors to changing compensation models. Many of these changes are starting to reflect an Affordable Care Act America, along with more general shifts in the US healthcare industry—all of which yield implications for stakeholders across the board, including executives, employees, and physicians.

Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.

PwC is pleased to announce the availability of our 2014 Health and Well-being Touchstone Survey results. The 2014 survey data contains detailed benefits information provided by approximately 1,200 participating companies in 35 different industries across the nation.

Executive directors – Practices and remuneration trends report - It gives us great pleasure once again to share our fifth edition of the Executive Directors – Practices and Remuneration Trends Report: South Africa 2014 with all our clients. This bumper edition not only reports, as before, on our research on key trends in the executive remuneration space.It also gives some clarity on the very topical issue of the ‘pay gap’, and then it goes on to discuss the merits of a new remuneration model based on work done by our colleagues in the United Kingdom (UK).

Businesses and their leaders face some pressing questions about their future talent pipelines and human capital strategy. Global megatrends are changing the talent landscape at the same time that the global economy regains its confidence and looks towards growth

How does hiring the wrong talent impact the global economy, and how can an adaptable workforce increase productivity, reduce costs and boost employment levels? Explore interesting findings from PwC/LinkedIn talent data.

As business interests across Africa increase so does the need to have the right people, in the right place at the right time. Africa offers unique challenges when relocating individuals and with this survey PwC sought to gain insight into how companies operating in Africa are managing these challenges.

The PwC folios contain information on the taxation of international assignees/expatriates in more than 50 countries that provide a general background with respect to the income, social security and other tax implications of cross-border transfers. These folios are a "must read" for any individual contemplating or embarking on an international assignment.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

The workforce is changing for all industries, and employers are no longer in the driver's seat. Technology companies that build a unique connected experience for their employees will drive up innovation and productivity by increasing employee job satisfaction.

In this issue, we take a look on how important it is to have the right talent in supporting growth and economic transformation. It highlights how the government can collaborate more with the private sector to address current talent needs and issues in order to sustain future development efforts.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

This snapshot from PwC’s Digital IQ survey looks into how C-Suite “digital conversations” should focus on talent strategies needed to harness new technologies—and include the CHRO, who is often missing from the C-suite conversation.

In the entertainment and media industry, the business necessity is that talent must be flexible and mobile, crossing borders seamlessly to get the job done. This article is intended to provide a non-exhaustive, broad summary of only some of the many tax and related policy challenges that may arise.

Women continue to dramatically lag behind their male counterparts in leadership roles. Women make up 35% of the global workforce across all industries -- but only 17% progress to leadership roles. More alarming, women hold only 12% of board seats and a mere 5% of CEO positions. What talent strategies can companies take to expand their pipeline of women leaders and help close the gender gap?

In 2012, the Institute of Public Administration Australia (Victoria) engaged PwC to undertake a research project examining the links between professional development and career advancement for Indigenous people in the Victorian public sector. The purpose of the project was to generate recommendations for IPAA (Victoria), and its member organisations aimed at increasing Indigenous employment and career advancement in the sector.

Human Resource (HR) departments are implementing global mobility programs designed to manage complex international relocations. However, the activities of individuals in foreign locations can create a variety of both individual and corporate level tax issues for the enterprise, depending upon the circumstances.

Global mobility trends have been changing in recent years. Whereas earlier assignments meant a three to five-year relocation followed by a return home, more recently global mobility has developed differently in response to business demands and employee preferences. Focus is more on short term assignments and various new forms of mobility such as business travellers, project-based assignments, commuters, ‘backpacker’ arrangements and ‘global nomads’.

As tough market conditions diminish the opportunities for short-term trading returns, successful firms will look at how to attract and nurture people with the mindset and ideas to develop lasting relationships, work within tougher risk and compliance demands and create value over the long-term.

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

Lack of organizational alignment around performance management programs often leads to employee dissatisfaction and disengagement with the program. For performance management to be effective, senior managementmust make clear choices regarding the objectives behind performance management and the level of effort spent on these programs. Without that clarity, organizations are likely wasting precious time and money. Program participation will be low, employees will be dissatisfied, and managers will be ill prepared to guide their teams. Once alignment is established and objectives communicated, however, organizations will be ready to build performance management programs that are fit for purpose.

Talent continues to top the list of executive concerns. Company leaders are focusing on how talent can help them achieve the following four strategic priorities: power growth, realize ROI, manage risk, and enable transformation.

Over the past few years pay practices in the financial services sector have come under intense scrutiny following short term and excessive risk taking. Now there is greater emphasis on longer term incentives.

In this edition of 10Minutes we talk to leading edge companies about what is driving new mobility patterns and their current talent mobility practices, both from a short and long-term strategy perspective.

In our view, a successful initiative requires an effective change management program plus a solid talent management program, working in tandem from strategic planning throughout the life cycle of the project.

Executive pay is featuring in the media like never before. Our Psychology of incentives study highlights the views of those in the spotlight. The results illustrate much of what's wrong with executive pay, but also what works.

The digital revolution is reshaping the way we live our lives and the way we work. As business strategies undergo a fundamental re-think, so must organisations’ people strategies. A wholesale re-design of work is now required.

Trying to stamp out bad behaviour in financial services is creating a climate of fear. And that risks breeding more unethical conduct, not less - exactly the opposite of what regulators, businesses and the public want. The threat of fines, bonus clawbacks or prison hasn’t halted a string of misselling and market-rigging scandals.

By combining four technologies--social, mobile, analytics, and cloud (SMAC)--leading companies are aspiring to become something new: "a connected workforce". To achieve a truly connected workforce, organizations need to do more than simply invest in and install SMAC technologies. The power for the organization lies in the ability of the connected workforce to combine SMAC in new ways that drive insight, spur innovation and create value. The impact can be significant--improving products and services, increasing operational efficiency and providing greater customer and employee engagement.

PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.

PwC's Global Watch newsletter addresses important issues around income and social tax, legislation, changes in employment rules, treaties, rulings, etc. Each Global Watch is classified by the country or territory to which it pertains.

The skills system in the UK has been the subject of significant change over the last 10 years, with new funding agencies and policies, new qualifications and a greater focus on employers’ needs. This Talking Points publication considers whether the current skills system is really working for its stakeholders and what changes could be made to its administration to make the UK skilled for the future.

PwC is pleased to share with you our second annual Executive Compensation: Clawbacks — Proxy Disclosure Study. This study presents our analysis of the compensation recoupment or “clawback” policies of 100 large public companies as disclosed between 2009 and 2013 in their year-end proxies. We hope this study will be helpful to those of you preparing proxies as well as those responsible for compensation strategy and financial reporting.

Culture and behaviour risk is all over the news; it affects multiple industries and sectors and the consequences can be severe. Often, boards are aware of problems, but fail to identify root causes or take tangible action to address systemic behavioural issues.

Businesses worldwide are looking to employee mobility to help them reach into the fast-growth markets and forge the global mindset needed by today's business leaders. PwC's global survey takes a look at how businesses are rethinking their global talent mobility programmes to deliver on those goals.

People expect HR operations to provide the same user‑friendly experience they have become accustomed to in other areas of theirlives. PwC surveyed 150 senior HR leaders to find out what it is that sets top performers apart.

Health care organizations today find themselves amid transformation on numerous fronts: everything from merging provider organizations to converging providers and payors to changing compensation models. Many of these changes are starting to reflect an Affordable Care Act America, along with more general shifts in the US healthcare industry—all of which yield implications for stakeholders across the board, including executives, employees, and physicians.

Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.

PwC is pleased to announce the availability of our 2014 Health and Well-being Touchstone Survey results. The 2014 survey data contains detailed benefits information provided by approximately 1,200 participating companies in 35 different industries across the nation.

Executive directors – Practices and remuneration trends report - It gives us great pleasure once again to share our fifth edition of the Executive Directors – Practices and Remuneration Trends Report: South Africa 2014 with all our clients. This bumper edition not only reports, as before, on our research on key trends in the executive remuneration space.It also gives some clarity on the very topical issue of the ‘pay gap’, and then it goes on to discuss the merits of a new remuneration model based on work done by our colleagues in the United Kingdom (UK).

Businesses and their leaders face some pressing questions about their future talent pipelines and human capital strategy. Global megatrends are changing the talent landscape at the same time that the global economy regains its confidence and looks towards growth

How does hiring the wrong talent impact the global economy, and how can an adaptable workforce increase productivity, reduce costs and boost employment levels? Explore interesting findings from PwC/LinkedIn talent data.

As business interests across Africa increase so does the need to have the right people, in the right place at the right time. Africa offers unique challenges when relocating individuals and with this survey PwC sought to gain insight into how companies operating in Africa are managing these challenges.

The PwC folios contain information on the taxation of international assignees/expatriates in more than 50 countries that provide a general background with respect to the income, social security and other tax implications of cross-border transfers. These folios are a "must read" for any individual contemplating or embarking on an international assignment.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

The workforce is changing for all industries, and employers are no longer in the driver's seat. Technology companies that build a unique connected experience for their employees will drive up innovation and productivity by increasing employee job satisfaction.

In this issue, we take a look on how important it is to have the right talent in supporting growth and economic transformation. It highlights how the government can collaborate more with the private sector to address current talent needs and issues in order to sustain future development efforts.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

This snapshot from PwC’s Digital IQ survey looks into how C-Suite “digital conversations” should focus on talent strategies needed to harness new technologies—and include the CHRO, who is often missing from the C-suite conversation.

In the entertainment and media industry, the business necessity is that talent must be flexible and mobile, crossing borders seamlessly to get the job done. This article is intended to provide a non-exhaustive, broad summary of only some of the many tax and related policy challenges that may arise.

Women continue to dramatically lag behind their male counterparts in leadership roles. Women make up 35% of the global workforce across all industries -- but only 17% progress to leadership roles. More alarming, women hold only 12% of board seats and a mere 5% of CEO positions. What talent strategies can companies take to expand their pipeline of women leaders and help close the gender gap?

In 2012, the Institute of Public Administration Australia (Victoria) engaged PwC to undertake a research project examining the links between professional development and career advancement for Indigenous people in the Victorian public sector. The purpose of the project was to generate recommendations for IPAA (Victoria), and its member organisations aimed at increasing Indigenous employment and career advancement in the sector.

Human Resource (HR) departments are implementing global mobility programs designed to manage complex international relocations. However, the activities of individuals in foreign locations can create a variety of both individual and corporate level tax issues for the enterprise, depending upon the circumstances.

Global mobility trends have been changing in recent years. Whereas earlier assignments meant a three to five-year relocation followed by a return home, more recently global mobility has developed differently in response to business demands and employee preferences. Focus is more on short term assignments and various new forms of mobility such as business travellers, project-based assignments, commuters, ‘backpacker’ arrangements and ‘global nomads’.

As tough market conditions diminish the opportunities for short-term trading returns, successful firms will look at how to attract and nurture people with the mindset and ideas to develop lasting relationships, work within tougher risk and compliance demands and create value over the long-term.

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

Lack of organizational alignment around performance management programs often leads to employee dissatisfaction and disengagement with the program. For performance management to be effective, senior managementmust make clear choices regarding the objectives behind performance management and the level of effort spent on these programs. Without that clarity, organizations are likely wasting precious time and money. Program participation will be low, employees will be dissatisfied, and managers will be ill prepared to guide their teams. Once alignment is established and objectives communicated, however, organizations will be ready to build performance management programs that are fit for purpose.

Talent continues to top the list of executive concerns. Company leaders are focusing on how talent can help them achieve the following four strategic priorities: power growth, realize ROI, manage risk, and enable transformation.

Over the past few years pay practices in the financial services sector have come under intense scrutiny following short term and excessive risk taking. Now there is greater emphasis on longer term incentives.

In this edition of 10Minutes we talk to leading edge companies about what is driving new mobility patterns and their current talent mobility practices, both from a short and long-term strategy perspective.

In our view, a successful initiative requires an effective change management program plus a solid talent management program, working in tandem from strategic planning throughout the life cycle of the project.

Executive pay is featuring in the media like never before. Our Psychology of incentives study highlights the views of those in the spotlight. The results illustrate much of what's wrong with executive pay, but also what works.

The digital revolution is reshaping the way we live our lives and the way we work. As business strategies undergo a fundamental re-think, so must organisations’ people strategies. A wholesale re-design of work is now required.

Trying to stamp out bad behaviour in financial services is creating a climate of fear. And that risks breeding more unethical conduct, not less - exactly the opposite of what regulators, businesses and the public want. The threat of fines, bonus clawbacks or prison hasn’t halted a string of misselling and market-rigging scandals.

By combining four technologies--social, mobile, analytics, and cloud (SMAC)--leading companies are aspiring to become something new: "a connected workforce". To achieve a truly connected workforce, organizations need to do more than simply invest in and install SMAC technologies. The power for the organization lies in the ability of the connected workforce to combine SMAC in new ways that drive insight, spur innovation and create value. The impact can be significant--improving products and services, increasing operational efficiency and providing greater customer and employee engagement.

PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.

PwC's Global Watch newsletter addresses important issues around income and social tax, legislation, changes in employment rules, treaties, rulings, etc. Each Global Watch is classified by the country or territory to which it pertains.

The skills system in the UK has been the subject of significant change over the last 10 years, with new funding agencies and policies, new qualifications and a greater focus on employers’ needs. This Talking Points publication considers whether the current skills system is really working for its stakeholders and what changes could be made to its administration to make the UK skilled for the future.

PwC is pleased to share with you our second annual Executive Compensation: Clawbacks — Proxy Disclosure Study. This study presents our analysis of the compensation recoupment or “clawback” policies of 100 large public companies as disclosed between 2009 and 2013 in their year-end proxies. We hope this study will be helpful to those of you preparing proxies as well as those responsible for compensation strategy and financial reporting.

Culture and behaviour risk is all over the news; it affects multiple industries and sectors and the consequences can be severe. Often, boards are aware of problems, but fail to identify root causes or take tangible action to address systemic behavioural issues.

Businesses worldwide are looking to employee mobility to help them reach into the fast-growth markets and forge the global mindset needed by today's business leaders. PwC's global survey takes a look at how businesses are rethinking their global talent mobility programmes to deliver on those goals.

People expect HR operations to provide the same user‑friendly experience they have become accustomed to in other areas of theirlives. PwC surveyed 150 senior HR leaders to find out what it is that sets top performers apart.

Health care organizations today find themselves amid transformation on numerous fronts: everything from merging provider organizations to converging providers and payors to changing compensation models. Many of these changes are starting to reflect an Affordable Care Act America, along with more general shifts in the US healthcare industry—all of which yield implications for stakeholders across the board, including executives, employees, and physicians.

Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.

PwC is pleased to announce the availability of our 2014 Health and Well-being Touchstone Survey results. The 2014 survey data contains detailed benefits information provided by approximately 1,200 participating companies in 35 different industries across the nation.

Executive directors – Practices and remuneration trends report - It gives us great pleasure once again to share our fifth edition of the Executive Directors – Practices and Remuneration Trends Report: South Africa 2014 with all our clients. This bumper edition not only reports, as before, on our research on key trends in the executive remuneration space.It also gives some clarity on the very topical issue of the ‘pay gap’, and then it goes on to discuss the merits of a new remuneration model based on work done by our colleagues in the United Kingdom (UK).

Businesses and their leaders face some pressing questions about their future talent pipelines and human capital strategy. Global megatrends are changing the talent landscape at the same time that the global economy regains its confidence and looks towards growth

How does hiring the wrong talent impact the global economy, and how can an adaptable workforce increase productivity, reduce costs and boost employment levels? Explore interesting findings from PwC/LinkedIn talent data.

As business interests across Africa increase so does the need to have the right people, in the right place at the right time. Africa offers unique challenges when relocating individuals and with this survey PwC sought to gain insight into how companies operating in Africa are managing these challenges.

The PwC folios contain information on the taxation of international assignees/expatriates in more than 50 countries that provide a general background with respect to the income, social security and other tax implications of cross-border transfers. These folios are a "must read" for any individual contemplating or embarking on an international assignment.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

The workforce is changing for all industries, and employers are no longer in the driver's seat. Technology companies that build a unique connected experience for their employees will drive up innovation and productivity by increasing employee job satisfaction.

In this issue, we take a look on how important it is to have the right talent in supporting growth and economic transformation. It highlights how the government can collaborate more with the private sector to address current talent needs and issues in order to sustain future development efforts.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

This snapshot from PwC’s Digital IQ survey looks into how C-Suite “digital conversations” should focus on talent strategies needed to harness new technologies—and include the CHRO, who is often missing from the C-suite conversation.

In the entertainment and media industry, the business necessity is that talent must be flexible and mobile, crossing borders seamlessly to get the job done. This article is intended to provide a non-exhaustive, broad summary of only some of the many tax and related policy challenges that may arise.

Women continue to dramatically lag behind their male counterparts in leadership roles. Women make up 35% of the global workforce across all industries -- but only 17% progress to leadership roles. More alarming, women hold only 12% of board seats and a mere 5% of CEO positions. What talent strategies can companies take to expand their pipeline of women leaders and help close the gender gap?

In 2012, the Institute of Public Administration Australia (Victoria) engaged PwC to undertake a research project examining the links between professional development and career advancement for Indigenous people in the Victorian public sector. The purpose of the project was to generate recommendations for IPAA (Victoria), and its member organisations aimed at increasing Indigenous employment and career advancement in the sector.

Human Resource (HR) departments are implementing global mobility programs designed to manage complex international relocations. However, the activities of individuals in foreign locations can create a variety of both individual and corporate level tax issues for the enterprise, depending upon the circumstances.

Global mobility trends have been changing in recent years. Whereas earlier assignments meant a three to five-year relocation followed by a return home, more recently global mobility has developed differently in response to business demands and employee preferences. Focus is more on short term assignments and various new forms of mobility such as business travellers, project-based assignments, commuters, ‘backpacker’ arrangements and ‘global nomads’.

As tough market conditions diminish the opportunities for short-term trading returns, successful firms will look at how to attract and nurture people with the mindset and ideas to develop lasting relationships, work within tougher risk and compliance demands and create value over the long-term.

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

Lack of organizational alignment around performance management programs often leads to employee dissatisfaction and disengagement with the program. For performance management to be effective, senior managementmust make clear choices regarding the objectives behind performance management and the level of effort spent on these programs. Without that clarity, organizations are likely wasting precious time and money. Program participation will be low, employees will be dissatisfied, and managers will be ill prepared to guide their teams. Once alignment is established and objectives communicated, however, organizations will be ready to build performance management programs that are fit for purpose.

Talent continues to top the list of executive concerns. Company leaders are focusing on how talent can help them achieve the following four strategic priorities: power growth, realize ROI, manage risk, and enable transformation.

Over the past few years pay practices in the financial services sector have come under intense scrutiny following short term and excessive risk taking. Now there is greater emphasis on longer term incentives.

In this edition of 10Minutes we talk to leading edge companies about what is driving new mobility patterns and their current talent mobility practices, both from a short and long-term strategy perspective.

In our view, a successful initiative requires an effective change management program plus a solid talent management program, working in tandem from strategic planning throughout the life cycle of the project.

Executive pay is featuring in the media like never before. Our Psychology of incentives study highlights the views of those in the spotlight. The results illustrate much of what's wrong with executive pay, but also what works.

The digital revolution is reshaping the way we live our lives and the way we work. As business strategies undergo a fundamental re-think, so must organisations’ people strategies. A wholesale re-design of work is now required.

Trying to stamp out bad behaviour in financial services is creating a climate of fear. And that risks breeding more unethical conduct, not less - exactly the opposite of what regulators, businesses and the public want. The threat of fines, bonus clawbacks or prison hasn’t halted a string of misselling and market-rigging scandals.

By combining four technologies--social, mobile, analytics, and cloud (SMAC)--leading companies are aspiring to become something new: "a connected workforce". To achieve a truly connected workforce, organizations need to do more than simply invest in and install SMAC technologies. The power for the organization lies in the ability of the connected workforce to combine SMAC in new ways that drive insight, spur innovation and create value. The impact can be significant--improving products and services, increasing operational efficiency and providing greater customer and employee engagement.

PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.

PwC's Global Watch newsletter addresses important issues around income and social tax, legislation, changes in employment rules, treaties, rulings, etc. Each Global Watch is classified by the country or territory to which it pertains.

The skills system in the UK has been the subject of significant change over the last 10 years, with new funding agencies and policies, new qualifications and a greater focus on employers’ needs. This Talking Points publication considers whether the current skills system is really working for its stakeholders and what changes could be made to its administration to make the UK skilled for the future.

PwC is pleased to share with you our second annual Executive Compensation: Clawbacks — Proxy Disclosure Study. This study presents our analysis of the compensation recoupment or “clawback” policies of 100 large public companies as disclosed between 2009 and 2013 in their year-end proxies. We hope this study will be helpful to those of you preparing proxies as well as those responsible for compensation strategy and financial reporting.

Culture and behaviour risk is all over the news; it affects multiple industries and sectors and the consequences can be severe. Often, boards are aware of problems, but fail to identify root causes or take tangible action to address systemic behavioural issues.

Businesses worldwide are looking to employee mobility to help them reach into the fast-growth markets and forge the global mindset needed by today's business leaders. PwC's global survey takes a look at how businesses are rethinking their global talent mobility programmes to deliver on those goals.

People expect HR operations to provide the same user‑friendly experience they have become accustomed to in other areas of theirlives. PwC surveyed 150 senior HR leaders to find out what it is that sets top performers apart.

Health care organizations today find themselves amid transformation on numerous fronts: everything from merging provider organizations to converging providers and payors to changing compensation models. Many of these changes are starting to reflect an Affordable Care Act America, along with more general shifts in the US healthcare industry—all of which yield implications for stakeholders across the board, including executives, employees, and physicians.

Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.

PwC is pleased to announce the availability of our 2014 Health and Well-being Touchstone Survey results. The 2014 survey data contains detailed benefits information provided by approximately 1,200 participating companies in 35 different industries across the nation.

Executive directors – Practices and remuneration trends report - It gives us great pleasure once again to share our fifth edition of the Executive Directors – Practices and Remuneration Trends Report: South Africa 2014 with all our clients. This bumper edition not only reports, as before, on our research on key trends in the executive remuneration space.It also gives some clarity on the very topical issue of the ‘pay gap’, and then it goes on to discuss the merits of a new remuneration model based on work done by our colleagues in the United Kingdom (UK).

Businesses and their leaders face some pressing questions about their future talent pipelines and human capital strategy. Global megatrends are changing the talent landscape at the same time that the global economy regains its confidence and looks towards growth

How does hiring the wrong talent impact the global economy, and how can an adaptable workforce increase productivity, reduce costs and boost employment levels? Explore interesting findings from PwC/LinkedIn talent data.

As business interests across Africa increase so does the need to have the right people, in the right place at the right time. Africa offers unique challenges when relocating individuals and with this survey PwC sought to gain insight into how companies operating in Africa are managing these challenges.

The PwC folios contain information on the taxation of international assignees/expatriates in more than 50 countries that provide a general background with respect to the income, social security and other tax implications of cross-border transfers. These folios are a "must read" for any individual contemplating or embarking on an international assignment.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

The workforce is changing for all industries, and employers are no longer in the driver's seat. Technology companies that build a unique connected experience for their employees will drive up innovation and productivity by increasing employee job satisfaction.

In this issue, we take a look on how important it is to have the right talent in supporting growth and economic transformation. It highlights how the government can collaborate more with the private sector to address current talent needs and issues in order to sustain future development efforts.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

This snapshot from PwC’s Digital IQ survey looks into how C-Suite “digital conversations” should focus on talent strategies needed to harness new technologies—and include the CHRO, who is often missing from the C-suite conversation.

In the entertainment and media industry, the business necessity is that talent must be flexible and mobile, crossing borders seamlessly to get the job done. This article is intended to provide a non-exhaustive, broad summary of only some of the many tax and related policy challenges that may arise.

Women continue to dramatically lag behind their male counterparts in leadership roles. Women make up 35% of the global workforce across all industries -- but only 17% progress to leadership roles. More alarming, women hold only 12% of board seats and a mere 5% of CEO positions. What talent strategies can companies take to expand their pipeline of women leaders and help close the gender gap?

In 2012, the Institute of Public Administration Australia (Victoria) engaged PwC to undertake a research project examining the links between professional development and career advancement for Indigenous people in the Victorian public sector. The purpose of the project was to generate recommendations for IPAA (Victoria), and its member organisations aimed at increasing Indigenous employment and career advancement in the sector.

Human Resource (HR) departments are implementing global mobility programs designed to manage complex international relocations. However, the activities of individuals in foreign locations can create a variety of both individual and corporate level tax issues for the enterprise, depending upon the circumstances.

Global mobility trends have been changing in recent years. Whereas earlier assignments meant a three to five-year relocation followed by a return home, more recently global mobility has developed differently in response to business demands and employee preferences. Focus is more on short term assignments and various new forms of mobility such as business travellers, project-based assignments, commuters, ‘backpacker’ arrangements and ‘global nomads’.

As tough market conditions diminish the opportunities for short-term trading returns, successful firms will look at how to attract and nurture people with the mindset and ideas to develop lasting relationships, work within tougher risk and compliance demands and create value over the long-term.

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

Lack of organizational alignment around performance management programs often leads to employee dissatisfaction and disengagement with the program. For performance management to be effective, senior managementmust make clear choices regarding the objectives behind performance management and the level of effort spent on these programs. Without that clarity, organizations are likely wasting precious time and money. Program participation will be low, employees will be dissatisfied, and managers will be ill prepared to guide their teams. Once alignment is established and objectives communicated, however, organizations will be ready to build performance management programs that are fit for purpose.

Talent continues to top the list of executive concerns. Company leaders are focusing on how talent can help them achieve the following four strategic priorities: power growth, realize ROI, manage risk, and enable transformation.

Over the past few years pay practices in the financial services sector have come under intense scrutiny following short term and excessive risk taking. Now there is greater emphasis on longer term incentives.

In this edition of 10Minutes we talk to leading edge companies about what is driving new mobility patterns and their current talent mobility practices, both from a short and long-term strategy perspective.

In our view, a successful initiative requires an effective change management program plus a solid talent management program, working in tandem from strategic planning throughout the life cycle of the project.

Executive pay is featuring in the media like never before. Our Psychology of incentives study highlights the views of those in the spotlight. The results illustrate much of what's wrong with executive pay, but also what works.

The digital revolution is reshaping the way we live our lives and the way we work. As business strategies undergo a fundamental re-think, so must organisations’ people strategies. A wholesale re-design of work is now required.

Trying to stamp out bad behaviour in financial services is creating a climate of fear. And that risks breeding more unethical conduct, not less - exactly the opposite of what regulators, businesses and the public want. The threat of fines, bonus clawbacks or prison hasn’t halted a string of misselling and market-rigging scandals.

By combining four technologies--social, mobile, analytics, and cloud (SMAC)--leading companies are aspiring to become something new: "a connected workforce". To achieve a truly connected workforce, organizations need to do more than simply invest in and install SMAC technologies. The power for the organization lies in the ability of the connected workforce to combine SMAC in new ways that drive insight, spur innovation and create value. The impact can be significant--improving products and services, increasing operational efficiency and providing greater customer and employee engagement.

PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.

PwC's Global Watch newsletter addresses important issues around income and social tax, legislation, changes in employment rules, treaties, rulings, etc. Each Global Watch is classified by the country or territory to which it pertains.

The skills system in the UK has been the subject of significant change over the last 10 years, with new funding agencies and policies, new qualifications and a greater focus on employers’ needs. This Talking Points publication considers whether the current skills system is really working for its stakeholders and what changes could be made to its administration to make the UK skilled for the future.

PwC is pleased to share with you our second annual Executive Compensation: Clawbacks — Proxy Disclosure Study. This study presents our analysis of the compensation recoupment or “clawback” policies of 100 large public companies as disclosed between 2009 and 2013 in their year-end proxies. We hope this study will be helpful to those of you preparing proxies as well as those responsible for compensation strategy and financial reporting.

Culture and behaviour risk is all over the news; it affects multiple industries and sectors and the consequences can be severe. Often, boards are aware of problems, but fail to identify root causes or take tangible action to address systemic behavioural issues.

Businesses worldwide are looking to employee mobility to help them reach into the fast-growth markets and forge the global mindset needed by today's business leaders. PwC's global survey takes a look at how businesses are rethinking their global talent mobility programmes to deliver on those goals.

People expect HR operations to provide the same user‑friendly experience they have become accustomed to in other areas of theirlives. PwC surveyed 150 senior HR leaders to find out what it is that sets top performers apart.

Health care organizations today find themselves amid transformation on numerous fronts: everything from merging provider organizations to converging providers and payors to changing compensation models. Many of these changes are starting to reflect an Affordable Care Act America, along with more general shifts in the US healthcare industry—all of which yield implications for stakeholders across the board, including executives, employees, and physicians.

Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.

PwC is pleased to announce the availability of our 2014 Health and Well-being Touchstone Survey results. The 2014 survey data contains detailed benefits information provided by approximately 1,200 participating companies in 35 different industries across the nation.

Executive directors – Practices and remuneration trends report - It gives us great pleasure once again to share our fifth edition of the Executive Directors – Practices and Remuneration Trends Report: South Africa 2014 with all our clients. This bumper edition not only reports, as before, on our research on key trends in the executive remuneration space.It also gives some clarity on the very topical issue of the ‘pay gap’, and then it goes on to discuss the merits of a new remuneration model based on work done by our colleagues in the United Kingdom (UK).

Businesses and their leaders face some pressing questions about their future talent pipelines and human capital strategy. Global megatrends are changing the talent landscape at the same time that the global economy regains its confidence and looks towards growth

How does hiring the wrong talent impact the global economy, and how can an adaptable workforce increase productivity, reduce costs and boost employment levels? Explore interesting findings from PwC/LinkedIn talent data.

As business interests across Africa increase so does the need to have the right people, in the right place at the right time. Africa offers unique challenges when relocating individuals and with this survey PwC sought to gain insight into how companies operating in Africa are managing these challenges.

The PwC folios contain information on the taxation of international assignees/expatriates in more than 50 countries that provide a general background with respect to the income, social security and other tax implications of cross-border transfers. These folios are a "must read" for any individual contemplating or embarking on an international assignment.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

The workforce is changing for all industries, and employers are no longer in the driver's seat. Technology companies that build a unique connected experience for their employees will drive up innovation and productivity by increasing employee job satisfaction.

In this issue, we take a look on how important it is to have the right talent in supporting growth and economic transformation. It highlights how the government can collaborate more with the private sector to address current talent needs and issues in order to sustain future development efforts.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

This snapshot from PwC’s Digital IQ survey looks into how C-Suite “digital conversations” should focus on talent strategies needed to harness new technologies—and include the CHRO, who is often missing from the C-suite conversation.

In the entertainment and media industry, the business necessity is that talent must be flexible and mobile, crossing borders seamlessly to get the job done. This article is intended to provide a non-exhaustive, broad summary of only some of the many tax and related policy challenges that may arise.

Women continue to dramatically lag behind their male counterparts in leadership roles. Women make up 35% of the global workforce across all industries -- but only 17% progress to leadership roles. More alarming, women hold only 12% of board seats and a mere 5% of CEO positions. What talent strategies can companies take to expand their pipeline of women leaders and help close the gender gap?

In 2012, the Institute of Public Administration Australia (Victoria) engaged PwC to undertake a research project examining the links between professional development and career advancement for Indigenous people in the Victorian public sector. The purpose of the project was to generate recommendations for IPAA (Victoria), and its member organisations aimed at increasing Indigenous employment and career advancement in the sector.

Human Resource (HR) departments are implementing global mobility programs designed to manage complex international relocations. However, the activities of individuals in foreign locations can create a variety of both individual and corporate level tax issues for the enterprise, depending upon the circumstances.

Global mobility trends have been changing in recent years. Whereas earlier assignments meant a three to five-year relocation followed by a return home, more recently global mobility has developed differently in response to business demands and employee preferences. Focus is more on short term assignments and various new forms of mobility such as business travellers, project-based assignments, commuters, ‘backpacker’ arrangements and ‘global nomads’.

As tough market conditions diminish the opportunities for short-term trading returns, successful firms will look at how to attract and nurture people with the mindset and ideas to develop lasting relationships, work within tougher risk and compliance demands and create value over the long-term.

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

Lack of organizational alignment around performance management programs often leads to employee dissatisfaction and disengagement with the program. For performance management to be effective, senior managementmust make clear choices regarding the objectives behind performance management and the level of effort spent on these programs. Without that clarity, organizations are likely wasting precious time and money. Program participation will be low, employees will be dissatisfied, and managers will be ill prepared to guide their teams. Once alignment is established and objectives communicated, however, organizations will be ready to build performance management programs that are fit for purpose.

Talent continues to top the list of executive concerns. Company leaders are focusing on how talent can help them achieve the following four strategic priorities: power growth, realize ROI, manage risk, and enable transformation.

Over the past few years pay practices in the financial services sector have come under intense scrutiny following short term and excessive risk taking. Now there is greater emphasis on longer term incentives.

In this edition of 10Minutes we talk to leading edge companies about what is driving new mobility patterns and their current talent mobility practices, both from a short and long-term strategy perspective.

In our view, a successful initiative requires an effective change management program plus a solid talent management program, working in tandem from strategic planning throughout the life cycle of the project.

Executive pay is featuring in the media like never before. Our Psychology of incentives study highlights the views of those in the spotlight. The results illustrate much of what's wrong with executive pay, but also what works.

The digital revolution is reshaping the way we live our lives and the way we work. As business strategies undergo a fundamental re-think, so must organisations’ people strategies. A wholesale re-design of work is now required.

Trying to stamp out bad behaviour in financial services is creating a climate of fear. And that risks breeding more unethical conduct, not less - exactly the opposite of what regulators, businesses and the public want. The threat of fines, bonus clawbacks or prison hasn’t halted a string of misselling and market-rigging scandals.

By combining four technologies--social, mobile, analytics, and cloud (SMAC)--leading companies are aspiring to become something new: "a connected workforce". To achieve a truly connected workforce, organizations need to do more than simply invest in and install SMAC technologies. The power for the organization lies in the ability of the connected workforce to combine SMAC in new ways that drive insight, spur innovation and create value. The impact can be significant--improving products and services, increasing operational efficiency and providing greater customer and employee engagement.

PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.

PwC's Global Watch newsletter addresses important issues around income and social tax, legislation, changes in employment rules, treaties, rulings, etc. Each Global Watch is classified by the country or territory to which it pertains.

The skills system in the UK has been the subject of significant change over the last 10 years, with new funding agencies and policies, new qualifications and a greater focus on employers’ needs. This Talking Points publication considers whether the current skills system is really working for its stakeholders and what changes could be made to its administration to make the UK skilled for the future.

PwC is pleased to share with you our second annual Executive Compensation: Clawbacks — Proxy Disclosure Study. This study presents our analysis of the compensation recoupment or “clawback” policies of 100 large public companies as disclosed between 2009 and 2013 in their year-end proxies. We hope this study will be helpful to those of you preparing proxies as well as those responsible for compensation strategy and financial reporting.

Culture and behaviour risk is all over the news; it affects multiple industries and sectors and the consequences can be severe. Often, boards are aware of problems, but fail to identify root causes or take tangible action to address systemic behavioural issues.

Businesses worldwide are looking to employee mobility to help them reach into the fast-growth markets and forge the global mindset needed by today's business leaders. PwC's global survey takes a look at how businesses are rethinking their global talent mobility programmes to deliver on those goals.

People expect HR operations to provide the same user‑friendly experience they have become accustomed to in other areas of theirlives. PwC surveyed 150 senior HR leaders to find out what it is that sets top performers apart.

Health care organizations today find themselves amid transformation on numerous fronts: everything from merging provider organizations to converging providers and payors to changing compensation models. Many of these changes are starting to reflect an Affordable Care Act America, along with more general shifts in the US healthcare industry—all of which yield implications for stakeholders across the board, including executives, employees, and physicians.

Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.

PwC is pleased to announce the availability of our 2014 Health and Well-being Touchstone Survey results. The 2014 survey data contains detailed benefits information provided by approximately 1,200 participating companies in 35 different industries across the nation.

Executive directors – Practices and remuneration trends report - It gives us great pleasure once again to share our fifth edition of the Executive Directors – Practices and Remuneration Trends Report: South Africa 2014 with all our clients. This bumper edition not only reports, as before, on our research on key trends in the executive remuneration space.It also gives some clarity on the very topical issue of the ‘pay gap’, and then it goes on to discuss the merits of a new remuneration model based on work done by our colleagues in the United Kingdom (UK).

Businesses and their leaders face some pressing questions about their future talent pipelines and human capital strategy. Global megatrends are changing the talent landscape at the same time that the global economy regains its confidence and looks towards growth

How does hiring the wrong talent impact the global economy, and how can an adaptable workforce increase productivity, reduce costs and boost employment levels? Explore interesting findings from PwC/LinkedIn talent data.

As business interests across Africa increase so does the need to have the right people, in the right place at the right time. Africa offers unique challenges when relocating individuals and with this survey PwC sought to gain insight into how companies operating in Africa are managing these challenges.

The PwC folios contain information on the taxation of international assignees/expatriates in more than 50 countries that provide a general background with respect to the income, social security and other tax implications of cross-border transfers. These folios are a "must read" for any individual contemplating or embarking on an international assignment.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

The workforce is changing for all industries, and employers are no longer in the driver's seat. Technology companies that build a unique connected experience for their employees will drive up innovation and productivity by increasing employee job satisfaction.

In this issue, we take a look on how important it is to have the right talent in supporting growth and economic transformation. It highlights how the government can collaborate more with the private sector to address current talent needs and issues in order to sustain future development efforts.

HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

This snapshot from PwC’s Digital IQ survey looks into how C-Suite “digital conversations” should focus on talent strategies needed to harness new technologies—and include the CHRO, who is often missing from the C-suite conversation.

In the entertainment and media industry, the business necessity is that talent must be flexible and mobile, crossing borders seamlessly to get the job done. This article is intended to provide a non-exhaustive, broad summary of only some of the many tax and related policy challenges that may arise.

Women continue to dramatically lag behind their male counterparts in leadership roles. Women make up 35% of the global workforce across all industries -- but only 17% progress to leadership roles. More alarming, women hold only 12% of board seats and a mere 5% of CEO positions. What talent strategies can companies take to expand their pipeline of women leaders and help close the gender gap?

In 2012, the Institute of Public Administration Australia (Victoria) engaged PwC to undertake a research project examining the links between professional development and career advancement for Indigenous people in the Victorian public sector. The purpose of the project was to generate recommendations for IPAA (Victoria), and its member organisations aimed at increasing Indigenous employment and career advancement in the sector.

Human Resource (HR) departments are implementing global mobility programs designed to manage complex international relocations. However, the activities of individuals in foreign locations can create a variety of both individual and corporate level tax issues for the enterprise, depending upon the circumstances.

Global mobility trends have been changing in recent years. Whereas earlier assignments meant a three to five-year relocation followed by a return home, more recently global mobility has developed differently in response to business demands and employee preferences. Focus is more on short term assignments and various new forms of mobility such as business travellers, project-based assignments, commuters, ‘backpacker’ arrangements and ‘global nomads’.

As tough market conditions diminish the opportunities for short-term trading returns, successful firms will look at how to attract and nurture people with the mindset and ideas to develop lasting relationships, work within tougher risk and compliance demands and create value over the long-term.

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

Lack of organizational alignment around performance management programs often leads to employee dissatisfaction and disengagement with the program. For performance management to be effective, senior managementmust make clear choices regarding the objectives behind performance management and the level of effort spent on these programs. Without that clarity, organizations are likely wasting precious time and money. Program participation will be low, employees will be dissatisfied, and managers will be ill prepared to guide their teams. Once alignment is established and objectives communicated, however, organizations will be ready to build performance management programs that are fit for purpose.

Talent continues to top the list of executive concerns. Company leaders are focusing on how talent can help them achieve the following four strategic priorities: power growth, realize ROI, manage risk, and enable transformation.

Over the past few years pay practices in the financial services sector have come under intense scrutiny following short term and excessive risk taking. Now there is greater emphasis on longer term incentives.

In this edition of 10Minutes we talk to leading edge companies about what is driving new mobility patterns and their current talent mobility practices, both from a short and long-term strategy perspective.

In our view, a successful initiative requires an effective change management program plus a solid talent management program, working in tandem from strategic planning throughout the life cycle of the project.

Executive pay is featuring in the media like never before. Our Psychology of incentives study highlights the views of those in the spotlight. The results illustrate much of what's wrong with executive pay, but also what works.